2018-11-21T02:36:50ZContinuous learning : the career challenge for the new centuryhttp://hdl.handle.net/10361/8171
Continuous learning : the career challenge for the new century
Haq, Mahmudul
Today's business environment is highly turbulent
and complex. Job requirements, work group dynamics,
and organisational structures are evolving rapidly in
response to rapid ohanges in technological, market, and
economic forces. These changes are quite radical and
immediate for some organisations and industries, while
for others : the changes are incremental, providing
managers with ample time for preparation. Such dynamic
changes in the business environment have resulted in,
and are constantly leading to a more ambiguous and
contradictory career signals. The traditional psychological
contract whereby an employee entered the job,
performed well, was loyal and committed, and thus
received rewards and job security, has been replaced
by a new contract based on continuous learning and
identity change. Today's productive workforce must be
highly skilled and flexible, characteristics that can
only be developed through extensive training and
experiences in a variety of job assignment. Business
enterprises must, therefore, reorganise their workplaces
to create a workforce of lifelong learners who will
continuously upgrade their talents and skills, and
promote continuously learning on the job an essential part
of their work life.
This article was published in The Journal of Social Studies [ @ 1999 CSS ]
1999-01-01T00:00:00ZSynthesis of managerial fairness and its effects on perceived leader quality: the case of nationalised commercial banks of Bangladeshhttp://hdl.handle.net/10361/8167
Synthesis of managerial fairness and its effects on perceived leader quality: the case of nationalised commercial banks of Bangladesh
Haq, Mahmudul; Jahangir, Nadim; Ahsan, Ali
The concept of fairness and justice has received much allen/ion in
recent literature on organisational behaviour and human resource management
as a way of motivating employees for achieving organisational success. The
practice o(justice in organisations may be either distributive or procedural.
While distributive justice focuses on the perception of fa irness based on the
employees ' outcome-to-input ratio, procedural justice evaluates the entire
process by which the managers deal with their subordinates, which in turn
determine the degree of fairness they have exercised. This paper attempts to
analyse the component and structure of the items in the procedural justice
questionnaire developed by R. Folger & M. Konovsky (1989) as discernable
from the responses of the employees of the nationalised commercial banks of
Bangladesh and test the significance of the identified componen{s in
predicting/explaining the employees' perceived leadership quality of their
managers. Factor analysis, correlations, and regression were performed for the
analyses. Three components of procedural fairness (justice) were found to have
significant effects in explaining employee perception of the managerial
leadership quality in the NCBs of Bangladesh.
This article was published in the D. U. Journal of Marketing [ @ 2005 D. U. Journal of Marketing. ]
2005-06-08T00:00:00ZManagerial fairness and its effects on employees' job commitment in the nationalised commercial banks of Bangladeshhttp://hdl.handle.net/10361/8163
Managerial fairness and its effects on employees' job commitment in the nationalised commercial banks of Bangladesh
Ahsan, Ali; Haq, Mahmudul; Jahangir, Nadim
The study of fairness in organisations, and in panicufar, procedural fairness,
has given researchers fresh insights about management. In business organisations,
considerations of fairness appeal to managers, employees, and other organisational
stakeholders who see fairness as a unifying value, providing fundamental principle that
can bind together conflicting parties and create stable social structures. This paper
attempts to explore the relationship between managers' practice of procedural justice
and employees' job commitment in the nationalised commercial banks ( NCBs) of
Bangladesh and analyse the predictability of the different components of procedural
justice in explaining perceived job commitment. Several diagnostic techniques such as
factor analysis, bivariate correlations and regression hm•e been used in this study. Two
components of procedural fairness - communication fairness and follow-up fairness -
have been found to have significant effects in explaining employees' job commitment in
the NCBs of Bangladesh.
This article was published in the Journal of Business Studies [ @ 2006 Journal of Business Studies. ]
2006-06-01T00:00:00ZEmployee perception of managerial leadership power bases in the nationalised commercial banks of Bangladesh : an empirical studyhttp://hdl.handle.net/10361/8162
Employee perception of managerial leadership power bases in the nationalised commercial banks of Bangladesh : an empirical study
Jahangir, Nadim; Haq, Mahmudul; Ahmed, Ezaz
The problems of job performance in the nationalised
commercial banks (NCBs) of Bangladesh arise from both
physical and managerial sources. While most of the branch
offices of the these banks are poorly equipped to handle
business activities, absence of efficient leadership qualities are
also generally observed among other managerial aspects of
effective job performance. Despite the emergence of a
significant number of banks and other financial institutions in
the private sector, the nationalised commercial banks offer the
lion share of banking services of the country because of their
large countrywide operational network. The success of the
banking industry of Bangladesh therefore depends largely on
the success of these NCBs. The success of the NCBs depends
on the job performance of their employees at the operational
level, which in turn, depends on the managerial ability of their
superiors. The leadership quality of the managers at the NCBs
of Bangladesh is therefore seen as an essential ingredient for the
success of these banks. This research paper attempts to explore
the effect of one important aspect leadership---the managers'
use of social power---on their ability to manage their
subordinates. A sample of randomly selected employees of the
three NCBs of the country were asked to give their opinions
about their respective superiors on their (superiors') use of the
various items of the five bases of social power. Three bases of social power used by the managers of the NCBs of Bangladesh
were found to have significant bearings on the employee
., ' perception of the leadership quality of their managers through
factor analysis and multiple regression.
This article was published in the Journal of Business Administration [ @ 2004 Journal of Business Administration. ]
2004-01-01T00:00:00Z